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Causal Loop Diagrams

Causal Loop Diagrams

When we are working to achieve systems change, we are working to intentionally nudge, change, influence and incentivise systems to work better for the people and the places and the communities we care about. While we can’t control or predict complex systems, we can seek to influence the deep structures and underlying patterns of the system - such as mindsets, institutions and behaviour - that can hold a problem in place. When we choose to intervene at the level of cause, rather than symptom, then we are addressing a ‘systemic challenge’. We are targeting the underlying causes of problems. These underlying layers of cause and effect aren’t always obvious at first glance. Often what we ‘see’ is only a small part of a whole situation.

System mapping, in this case the mapping of causal loop diagrams, can be a means of identifying patterns of behaviour taking place over time as well as structures or ‘rules of the game’ – the semi-explicit norms, policies, guidelines, power structures, distribution of resources, or ways of working that have become embedded. System mapping can also identify mental models - people’s deeply held assumptions and beliefs that ultimately drive behaviour [2]. These are often invisible or implicit. Beliefs can relate to individual as well as system level mindsets. In fact, the paradigms that inform the design of system structures, as well as the overall guiding system purpose, are some of the most powerful places to intervene [3].

*Note: This method is adapted from a range of sources including The Omidyar Group’s 2017 publication on Systems Practice [1].

Accessibility:

This activity requires ample space to move around a room

This activity requires participants to read written notes on a large wall space

This activity requires participants to engage is sensemaking and pattern recognition

This activity requires participants to engage is social learning

Output: The output from the process produces a large-scale wall map of events, which can then be captured digitally through tools such as MURAL, IDEAFLIP, or MIRO or by using a software such a https://kumu.io/. This may facilitate further sharing and exploration by the group.

This is a Process: a medium sized activity, there are a series of steps, usually involving several participants, and is used to achieve a specific output often in 1 session.

Investment: medium cost, medium resources, high skill, medium time

Additional Readings:

More in-depth and advanced versions of causal loop mapping methods are available. See for example The Omidyar Group’s 2017 publication on Systems Practice [3]

Outcomes

This approach to mapping causal loops in a system can:

When and Why Do I Use This

Find Leverage: The creation of causal loop diagrams can be useful at any time, but is particularly helpful when a situation or context has been defined but the group is seeking to find leverage.

Relationships: The creation of causal loop diagrams identifies and maps a relationship between parts in the system.

Dynamics: Exploring and defining a feedback loop provides insight on the dynamics that result from the relationship between parts. This is especially useful when we are able to consider multiple feedback loops in conjunction with each other.

Attachments